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Reinventing Principal Preparation in Illinois: A Case Study of Policy Change in a Complex Organization
Abstract
Educational reforms are challenging and difficult with high-stakes political, economic, and societal consequences. A few years ago, the State of Illinois changed its specifications for principal preparation programs so as to better equip its school leaders to meet the contemporary learning needs of children in Illinois. In this chapter, the authors describe and analyze how the revision took place. They look for evidence of constructs presented in theories of change in complex organizations. The findings show that the complexity lens—with a focus on structures, interactions, relationships, and connectedness—contributes to an enriched appreciation of change in complex organizations like universities.
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